David Brealey Email & Phone Number

Milton Keynes, Gb

Northampton, England, United Kingdom

At NAK, we help organisations create Secure, Agile IT Environments. Our goal is to be the trusted advisor and managed service partner for our clients. One of the ways we do this is by embracing the principles of SASE to help you create flexible and scalable multi-cloud environments that are accessible through a security-centric network.

Uk

Responsible for IT strategy, execution and services delivery to 19 brands and across 3,800 employees in a complex, £2bn global business.Leads the global IT function and has championed Impellam’s strategic investment in Ignite, its recruiters’ operating system, based on Salesforce technology.Passionate about IT delivering as an equal partner on the business stage and moving IT leaders out of their comfort zones to really understand how technology solves business challenges. Since joining the staffing industry, a particular focus has been on how technology can significantly enhance the candidate & client experience through digital transformation and advocating a step-change to the often poor view candidates have of the industry.

Pan-European/Global

In addition to retaining full IT delivery responsibility across Europe, given added responsibility for CEVA’s global Application Portfolio and for the world-wide IT programme management of CEVA’s genuinely global customers.Lead the design & implementation of a new operating model for CEVA IT across all 650 IT staff across the globe and rationalizing CEVA’s landscape of legacy IT applications.

Pan-European

Responsible for all IT delivery across Europe ranging from solutions design, development, implementation and application run & maintain support. Transformed the performance of the IT delivery team by reorganizing 9 disparate, country-based IT teams across Europe into a single regional group leveraging scale & providing essential flexibility to the business & external customers. Brought clarity & transparency to the cost of IT projects with a fully cost-recovered team and built the business case to underpin a significant recruitment campaign to reduce overall cost of IT delivery. Provided leadership and focus to the rigor and management discipline of the team, introducing & embedding the concept of PMO, which resulted in a step-change in the successful delivery of IT projects, which was widely recognized within CEVA.Personally led the IT delivery of an ambitious, pan-Europe €100m supply-chain consolidation programme for Philips introducing agile methodology as a key component of an accelerated delivery generating savings of €35m pa.Established core, repeatable solutions to further drive down the cost of implementation and minimize risk through standardization.Responsible for a department budget of €12.9m with c. 80 internal staff and for a project portfolio of c. €22m for clients such as Microsoft, General Electric, IBM, MAN, Philips, ABB, Uniqlo and Supergroup.

Pan-European

Brought in to recover a failing pan-European, 4 distribution centre pharmaceutical logistics programme for GSK including regaining the confidence of the client, re-establishing a core solution, restructuring the programme and negotiation of a restated budget. Became the key customer-facing contact for the full programme (operations & IT). In addition to agreed scope, successfully incorporated significant changes to requirements and solution, driven by wide-ranging strategic changes within GSK. Ultimately turned a ‘poisoned chalice’ into one of the most successful, complex programmes CEVA had delivered.Responsible for a project team of c. 20 with project budget €3.9m

Board member and trustee of the The North Bedfordshire Schools Trust, one of the largest and most successful school trusts in the UK, which consists of 19 schools managing the education of over 5,000 young people ranging from 3 to 18 years old.Through partnerships and collaboration we strive to ensure that every child, at every stage, achieves their potential and in doing so we create a unique, innovative and exciting 21st Century education provision.

Managed a project to review processes for fault management across European operations centres, recommending improvements targeted at improving service and customer response. Subsequently extended assignment to define the project to implement a holistic solution (business change & IT systems) to deliver those improvements, including management of the initial supplier selection stage.Managed a project to identify and introduce more rigorous & disciplined approach to Least-Cost Routing (LCR) including the development of a bespoke LCR system feeding through to carrier cost settlements and customer billing.

Developed and implemented an IS strategy to support a £2bn business across 6 markets, selecting and negotiated partnership agreements with leading software and service providers and providing leadership to the group’s applications portfolio.Successfully developed the capability of IS teams, including integrating diverse IS capabilities as a result of mergers & acquisitions, leading to improved quality & reliability at reduced cost. Rationalised a diverse technology portfolio resulting in greater reliability, agility and cost savings and transformed the technology group from an internally-focussed group into a fully cost recovered, customer-oriented team. Responsible for departmental budgets of c. £2m-£4m and 20-40 staff.Successfully directed the delivery of complex, multi-site programmes & projects to high profile external clients such as Dairy Crest, Whitbread, Texaco, BHS and Lillywhites from initial tender response to final implementation & sign-off (typical project budgets of £5m-10m) through teams of project managers. Had ownership of client project relationships to board level, ensuring management of scope, risk and timely decision making processes and translating these into clear focus for the project teams.

Successfully delivered several complex outsourcing and BPM logistics projects for third party clients through a teams of project managers ensuring projects were delivered to time and within budget.Led & managed both internal development teams and third-party project teams implementing solutions into continental operationsResponsible for typical projects budgets c. £10m

Developed and implemented a strategy to migrate 4 accounting systems to 1, outsourcing the final solution and integrating 3 different data networks.Managing a third-party team implementing SAP R/3 financials into the French business.Led & managed internal development teams to deliver a client-server based MIS systems and generated a step-change in the delivery of operational excellence to a significant company-wide legacy financial system.Responsible for department of 20 staff with further 20 project staff and budget of c. £4m

Delivered a significant IS project to implement 4 key new systems; finance, payroll, human resources and a data network infrastructurePioneered the concept of a “Model Office” to facilitate rapid re-engineering, testing & development of business processes.Defined & implemented the standard project management methodology for IS projects across BRSResponsibility for over 40 project staff and a budget of £3.8m

Responsible for the development of the rollout programme, implementation & training methodology & process re-engineering for BRS's internally developed bespoke engineering & truck rental systemsManagement of the installation of DEC Vax, point-to-point WAN and structured LAN infrastructure at BRS's depots